Integration management pmp study guide

*These PMP® notes are for Project Integration Management. They’re based on PMBOK® 6th Edition PDF.

The purpose of Integration Management is:

  • To unify all the other processes in the project together
  • You can think of Integration Management as the “conductor” in the “orchestra”. It is the Knowledge Area that syncs all the other processes together to create the final deliverable.
  • Communications is the most important component of integration.

Develop Project Charter (Initiating Process Group)

  • The project charter:
    • Includes the business case explaining why the project is necessary
    • Formally authorizes the project manager to start the project and apply organizational resources to create the project deliverable
    • Define the high-level scope
    • Includes high-level budget
    • Includes key stakeholders
    • Includes preliminary risk register
    • Signed off by the project sponsor
  • The project charter is NOT a contract
  • Project Management Office (PMO) can provide expert judgement on how to structure the project charter
  • Facilitation techniques may be used to draft the charter. These include brainstorming, conflict resolution, problem solving, meetings, etc.

Develop Project Management Plan (Planning Process Group)

  • The project management plan is a formal written document that lies out how the project will the executed, monitored, and controlled.
  • The PM plan unifies all subsidiary management plans together, including scope, time, cost, quality, HR, communications, risk, procurement, and stakeholders management plan.
  • The project manager’s main task is to execute the project management plan successfully.
  • The PM plan is signed off by the key sponsors before execution begins.
  • Changes are unavoidable. If a change needs to be made to the PM plan, the change needs to be approved by the Change Control Board (CCB).
  • Baselines will be included in the PM plan, including scope, time and cost baselines. The final deliverable will be measured against the initial baselines.
  • The scope baseline includes 3 components: scope statement, Work Breakdown Structure (WBS), and WBS dictionary.
  • Baselines can change throughout the project as more information is known. Senior management and sponsor need to approve the new baseline.
  • The project manager has access to contingency reserves. S/he does not have access to management reserves. The sponsor needs to approve the use of management reserves.
  • Configuration management systems documents all versions of the project management plan and other project documents.

Direct and Manage Project Work (Executing Process Group)

  • Creates the project deliverable
  • Acquire/train/hire necessary people and other resources to complete the project work
  • Solicit, procure, and manage third-party vendors
  • Collect project data (used in monitoring and controlling for reporting)
  • Implement approved change requests from CCB
  • There are three types of change requests: corrective action, preventative action, and defect repair.
  • PM should implement ALL of the work and ONLY the work outlined in the PM plan.
  • PM should avoid gold plating (adding extras for clients) and scope creep.
  • Most of the time on the project is spent in execution.

Manage Project Knowledge

Manage Project Knowledge is the process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.

Monitor and Control Project Work (Monitoring & Controlling Process Group)

  • Analyzes raw project data to create project information. Project information will give the PM and stakeholder a sense of the project’s health. It compares the actual results in the project to the project baselines. It will tell the project team things such as whether the project is ahead or behind schedule, over or under budget, etc.
  • Variance analysis is one technique used. However, variance analysis is not a forecasting method.
  • Ensures validated change requests are implemented.
  • The output of this process is used in many other M & C processes.

Perform Integrated Change Control (M & C Process Group)

  • During execution, the project team may discover new information that makes it impossible for them to implement the PM plan. As a result, they issue a change request to change the PM plan. The change request is reviewed by the CCB. If the request is approved, the project team will implement the change. If not, it is discarded.
  • All changes should be tracked on the change log
  • Changes arise for a number of reasons – e.g. missed requirements, poor understanding of scope, change in project environment, unforeseen risks, etc.

Close Project or Phase (Closing Process Group)

  • This process formally ends the project or project phase.
  • Ensure all procurement contracts are closed before the project is formally closed.
  • Give notice to the project team that the project is ending.
  • Obtain formal sign off from project sponsors.
  • Archive project documents for future projects.
  • Document lessons learned.


Common Terminologies

Project Charter A project charter establishes a partnership between the performing organization and the requesting organization (or customer, in the case of external projects). The approved project charter formally initiates the project.
Business Case Documentation to justify the project investment. Cost benefits analysis
Project Selection Know the following two categories of project selection methods and their subsets for the exam:

  1. Benefit measurement method (comparative approach)
    1. Murder Board – a panel of people who try to shoot down a new project idea
    2. Peer Review
    3. Scoring Models
    4. Economic models – the following are economic models for selecting a project:
      1. Present value
      2. Net present value
      3. IRR
      4. Payback period
      5. Benefit-cost ratio
  2. Constrained optimization methods (mathematical approach)
    1. Linear programming
    2. Integer programming
    3. Dynamic programming
    4. Multi-objective programming
Depreciation Straight line depreciation – the same amount of depreciation is taken each yearAccelerated depreciation – product depreciates faster at the beginning. There are two types: double declining balance and sum of years digits.
Project SOW Description of the products or services being supplied along with the business need, product scope description and strategic plan. External projects: SOW received from the customer. Internal projects: SOW provided by the sponsor or initiator of the project.
Enterprise Environmental Factors Consider culture and structure, resources availability, project management systems available, stakeholder risk tolerances, and marketplace conditions.
Organizational Process Assets Lessons learned from previous projects, organization processes and procedures and corporate knowledge base containing historical data, issue and defect management database, financial information, etc.
Develop Project Management Plan Takes results from other planning outputs to create a consistent document to guide both execution and control of project. Documents planning assumptions, decisions regarding alternatives chosen, facilitates communications, define key management reviews. Baseline for progress measurement and control.
Management Plan Management plans are the strategy for managing the project and the processes in each knowledge area. To reiterate to make sure we are all on the same page, a management plan covers how you will:

  • Define
  • Plan
  • Manage
  • Control
Project Management Plan A project management plan is an integration function – it integrates all the knowledge area management plans into cohesive whole. This plan also includes the baselines for the project. A project management plan is a series of plans and baselines, rather than just a schedule. The project management plan includes:

  • The project management process that will be used on the project
  • The management plans for scope, schedule, cost, quality, HR, communications, risk, and procurements
  • Scope, schedule, and cost baselines
  • Requirements management plan
  • Change management plan
  • Configuration management plan
  • Process improvement plan
Performance measurement baseline The project management plan contains scope, schedule, and cost baselines, against which the project manager will need to report project performance. These baselines are created during planning. Together these baselines are called the Performance Measurement Baseline

  • Scope baseline
  • Schedule baseline
  • Cost baseline
Requirements management plan A requirements management plan describes how requirements will be identified, managed, and controlled
Change management plan The change management plan describes how changes will be managed and controlled and may include:

  • Change control procedures
  • The approval levels for authorizing changes
  • The creation of a change control board to approve changes
  • A plan outlining how changes will be managed and controlled
  • Who should attend meetings regarding changes
  • The organizational tools to use to track and control changes

There is a change management plan for the project as a whole. There are also change management plans for each knowledge area, which are described in the individual management plans.

Configuration management plan The purpose of the configuration management plan is to make sure everyone knows what version of the scope, schedule, and other components of the project management plan are the latest and greatest. The configuration management plan defines how you will manage changes to the deliverables and the resulting documentation.
Process improvement plan As part of planning, the project manager identifies existing processes to use on the project and may create some of their own. Planning in efforts to improve these processes is required part of project management, because good processes help the team complete work faster, cheaper, and with higher quality
Change Control Board A panel of stakeholders who are responsible for reviewing and deciding which changes should be made to a project.
Direct and manage project execution This is the integration part of the executing process group. In Direct and Manage Project Execution, the project manager integrates all the executing processes into one coordinated effort to accomplish the project management plan and product the deliverables. In addition, it involves requesting changes and completing the work accompanying approved change requests.

Things to Remember

1 You need to know the following about project charter for the exam:

  • The project charter formally recognizes/authorizes the existence of the project, or established the project. This means that a project does not exist without a project charter
  • It gives the project manager authority to spend money and commit corporate resources. On the exam, this is the most commonly described benefit or use of the project charter. In most project situations, the project team does not report to the project manager in the corporate structure
  • The project charter provides the high-level requirements for the project
  • It links the project to the ongoing work of the organization
2 There are also the following management plans:

  • Change management plan
  • Configuration management plan
  • Requirements management plan
  • Process management plan
3 You need to understand the following: deviations from baseline are often due to incomplete risk identification and risk management. Therefore, if the exam asks what to do when a project deviates significantly from established baselines, the correct answer is likely the one about reviewing the project’s risk management process.
4 For the exam, a project or project phase cannot effectively start without formal approval of the project management plan

Before you go…

Lastly, don’t forget to check out the other study notes in this series and download our free 200 practice questions by clicking the links below:

Integration Management – PMP® Study Guide

Scope Management – PMP® Study Guide

Time Management – PMP® Study Guide

Cost Management – PMP® Study Guide

Quality Management – PMP® Study Guide

HR Management – PMP® Study Guide

Communications Management – PMP® Study Guide

Risk Management – PMP® Study Guide

Procurement Management – PMP® Study Guide

Stakeholder Management – PMP® Study Guide

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